...Bus 1004 – Introduction to Management Introduction The aim of this assignment is to understand and explore the main principles of the way Marks and Spencer’s operates. In the assignment I will be examine the strengths and weaknesses of the company, however the most critical issues which will be covered in the essay is the leadership and management style and corporate culture of Marks and Spencer’s. Furthermore I will analyse to what extent o regard leadership and management style as the key factors in accounting for Marks and Spencer’s relative underperformance over the last 20 years. Explain 5 strengths and 5 weaknesses of Marks and Spencer’s Referring back to the case study, we can see that Marks and Spencer have a very well known recognition of their brand, which links to quality. In the late 1880’s the company introduced the ‘St Michael’ logo as a sign of quality. With the brand linked to quality has helped the company build loyalty with their customers as they always ensure that their products are consistent and of high quality. This has of course helped Marks and Spencer gain rewards in terms of profit. Another strength which the company comprise is the good reputation of customer service. Marks and Spencer’s tend to focus a lot on their customer services; with one of their fundamental principles was to ‘provide friendly, helpful service and greater shopping comfort and convenience to customers’ Marks and Spencer’s assistants all carried tape measures to assure...
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...Strategic management, corporate responsibility and stakeholder management Integrating corporate responsibility principles and stakeholder approaches into mainstream strategy: a stakeholder-oriented and integrative strategic management framework Takis Katsoulakos and Yannis Katsoulacos Takis Katsoulakos is a Director at INLECOM Ltd, Burgess Hill, West Sussex, UK. Yannis Katsoulacos is a Professor at Athens University of Economics and Business, Athens, Greece. Abstract Purpose – The purpose of this article is to establish a strategic management framework that supports the integration of corporate social responsibility principles and stakeholder approaches into mainstream business strategy. Design/methodology/approach – A top-down and bottom-up approach was used to develop the proposed framework. The top-down approach focused on analyzing the main strategic management theories including social responsibility movements to identify complementary concepts and create a relevant topology. The bottom-up approach was based on empirical research on the views of business companies on corporate social responsibility, a review of best practices and case studies mainly in Greece. Findings – The paper describes a stakeholder-oriented integrative strategic management framework linking the main strategic management theories across value, responsiveness and responsibility dimensions. A mathematical model is presented describing the synergistic development of advantage-creating knowledge and...
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...Contents 1.Introduction 2 2.The Situation 3 2.1 Background of M&S 3 2.2 A Fiercely Competitive Clothing Market of M&S 3 2.3 The Rationale: Why does HRM Contribute to Increasing Competitiveness? 4 3 Analysis of Current Situation 5 4. Respond to the HRM Weakness 9 5. Evaluation on HRM Approach Implemented by M&S 10 6. Conclusion 11 References 12 1.Introduction In recent business environment, competition has become a core issue due to its crucial impacts on company development in terms of market and profits. This dissertation will introduce proper and effective strategies to overcome the problems so that the company would be turned into higher competitive stance. Additionally, this article aims to analyze the competitive environment from both internal and external of Marks and Spencer plc (M&S), to evaluate the reasons why it has gone wrong ever since 1997 and to identify how the changes of human resources management could help M&S sharpen its competitive edge. This paper is divided into four parts. The first part focuses on the background M&S has been facing ever since 1997 that the company is suffering from a great crisis. The current situation is analyzed in the second part by using the SWOT model to examine the positions and environment of M&S. The third part emphasizes on discussing the human resources management policies that M&S used to respond the weakness discussion during the SWOT analysis. The final...
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...219H1 Term Course Title S Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y F F F F F F F F F F F F Introduction to Financial Accounting Introduction to Management Introduction to Management Introduction to Management Introduction to Management Introduction to Management Introduction to Management Introduction to Management Introduction to Management Introduction to Management Introduction to Management Introduction to Management Introduction to Management Introduction to Management Introduction to Management Introduction to Management Introduction to Management Introduction to Management Introduction to Management Introduction to Management Introduction to Management Introduction to Management Introduction to Management Introduction to Management Introduction to Financial Accounting Introduction to Financial Accounting Introduction to Financial Accounting Introduction to Financial Accounting Introduction to Financial Accounting Introduction to Financial Accounting Introduction to Financial Accounting Introduction to Financial Accounting Introduction to Financial Accounting Introduction to Financial Accounting Introduction to Financial Accounting Introduction to Financial Accounting Section L5101 L0101 L0201 L5101 T0101 T0201 T0301 T0401 T0501 T0601 T0701 T0801 T0901 T1001 T1101 T1201 T1301 T1401 T1501 T1601 T5101 T5201 T5301 T5401 L0101 L0201 L0301 L0401 L0501 L0601 L0701 L0801 L0901 L5101 L5201 T0101 Time T 5-7 W 9-11 W 2-4 W 6-8 M 2-4 M 10-12 W 4-6 M 12-2 F 2-4 F 4-6 T 10-12...
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...FOR ONLINE COURSEWORK SUBMISSIONS |Module Code |MG2138 | |Module Title |Marketing Channels and Logistics (A 2012/3 YEAR) | |Module leader |Michael Bourlakis | |Student ID number |1138368 | |Student name | | |Degree Programme (e.g. Business and Management (General)) |Business and Management (Marketing) | |I understand that the School does not tolerate plagiarism. Plagiarism is the knowing or reckless presentation of another | |person’s thoughts, writings, inventions, as one’s own. It includes the incorporation of another person’s work from published | |or unpublished sources, without indicating that the material is derived from those sources. It includes the use of material | |obtained from the internet. (Senate Regulations 6.46) | | | |By completing the above details...
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...Ola abiola 11634 Business strategy INTRODUCTION Marks and Special background M&S otherwise known as Marks and spencer was founded in 1884 by Michael Marks was born in 1859 in Slonim, Belarus. In 1882 ,he moved to England to escape anti-Semitic discriminate , but had few friends and little money. He came to Leeds, a growing industrial town with a population of over 160,000. He was attracted by its large Jewish community and job opportunities in the thriving clothing trade. At the time Marks couldn't speak English and had no money or particular skill but had a very sharp mind for business and understood what customers wanted and needed . Initially he travelled the towns and villages of West Yorkshire, selling wares from his bag. He later set up a permanent market stall in Leeds, the latter which developed into a successful retail business. Unusually, he always displayed all his goods with clearly priced labels. He started hiring sales assistants to run the stalls. , Selling simple stock such as haberdashery and hardware goods, he adopted the slogan 'Don't ask the price, it's a penny'. This fixed price system and the open display of goods made him very popular. In Leeds as Customers liked being able to inspect the goods and knowing exactly the cost, with no need for haggling. In 1890 Dewhirst a cloth manufacturer offered Marks a £5 loan with this Michael Marks was able to buy his first stock for...
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...product or service. Contents Executive Summary: 2 Introduction and Company background: 4 Task 1 5 1.1 The importance of external factors affecting Marks and Spencer Group: 5 1.2 Analyze the needs and expectations of stakeholders of Marks and Spencer Group: 7 1.3 Analyze the major changes taking place in the external environment that will affect strategy of M&S: 8 Task 2 8 2.1 Use appropriate tools to analyze the effects of current business plans 8 2.2 Review the position of M&S in its current market 9 2.3 Evaluate the competitive strengths and weaknesses of M&S 10 Task 3 10 3.1 Use modeling tools to develop strategic options for M&S 10 3.2 Develop a comparative understanding of activity from organization which competes with Marks and Spencer Group 11 3.3 Create options to form the basis of future strategy of Marks and Spencer Group 11 Task 4 12 4.1 Propose a suitable structure for a strategy plan that ensures appropriate participation from all stakeholders of M&S 12 4.2 Develop criteria for reviewing potential options for a strategic plan of M&S. 13 4.3 Construct an agreed...
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...SUMMARY Marks and Spencer Group plc (M&S) is one of the famous British retailers in the world and the largest clothing retailer in the UK. Unfortunately, M&S did not change their strategic to adapt to a continuously changing economy, so that it suffered from strategic drift. From 2000, Luc Vandevelde and his management team attempt to turn the business around, with M&S’ unique resource and competence. This report identifies and analyses strategic capabilities and competitive advantages of M&S by using “threshold and distinctive capabilities” table and value chain model. Following this, there is a ratio analysis from 2000 to 2006, including Return on Capital Employed, Return on Assets, Net Profit Margin, Current Ratio and Debt to Asset Ratio. It also provides recommendations for M&S management which believed it vital for M&S’ obtain sustainable development and success. INTRODUCTION Marks and Spencer Group plc (M&S) is one of the British leading retailers and it specialises in the selling of high quality cloths and food. Since it was founded in 1884, and till the late 1990s, M&S is popular brand base on its unique strategic. However, the manager of M&S did not change its strategic to keep pace with the highly competitive economic environment, so that it lost its sales and market share to competitors. According to the case study, things started to improve since the CEO Luc Vandevelde changed the management style in 2001. He head hunted Roger...
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...developmental aspects. Science, Technology and Innovation Discussion Paper No. 13. Cambridge, Mass., U.S.A.: Center for International Development. Ahmed, M. 1997. Fish for the poor under a rising global demand and changing fishery regime. Naga—The ICLARM Quarterly (supplement). July–December: 4–7. Ahmed, M., and M. H. Lorica. 2002. Improving developing country food security through aquaculture development—lessons from Asia. Food Policy 27: 125–141. Ahmed, M., C. L. Delgado, S. Sverdrup-Jensen, and R. A. V. Santos, ed. 1999. Fisheries policy research in developing countries: Issues, priorities and needs. Manila: International Center for Living Aquatic Resources Management and International Food Policy Research Institute. Allan, G. 1998. Potential for pulses. International Aquafeeds 2: 17–20. Alston, J. M., G. W. Norton, and P. G. Pardey. 1995. Science Under Scarcity: Principles and practice for agricultural research evaluation and priority setting. Ithaca, N.Y., U.S.A.: Cornell University Press. Anderson, J. L. 1985. Private aquaculture and commercial fisheries: Bioeconomics of salmon ranching. Journal of Environmental Economics and Management 12 (4): 353–370. '(/*$'2 (7 $/ Anderson, J. L., and Q. S. W. Fong. 1997. Aquaculture and international trade. Aquaculture Economics & Management 1: 29–44. Asche, F., and S. Tveteras. 2000. On the relationship between aquaculture and reduction fisheries. Paper...
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...rg118 Management M intz rg on orga a be niz tions ~ Prof. Ph.D. S ori G e eT oma ( ac t of A dmi s raton and B usne sn- org F uly nit i is U ni rst of B uc s ) ve iy hare t Abstract: He r M itb r i c sd rda on of h mos rp ee tt ewrtr i ma a e n . n y n z eg s on iee s e te t e rsn ai v i s n n g me t e me t il. Onteb ssof i rsac f dn s M itb r p op e atp og of g nz t s T kn nf d e h ai hs eerh i ig , n z eg r osd y ol y or a iai . a ig n on it a c n tersr cu e h dsov rdsv nmaortp sof g nz t s n o cou t h i tu t r, e ic ee e e j y e or a iai . on Ke ywords: Introduction Widely known for his numerous articles and books on almost every management top lar management thinkers of the world.With an easy style and refreshing approach, he is one of the most accessible management writ than 140 monographs and articles, and 13 books, mostly in the management field. H is reputation is high among people who study he later studied at the Sloan School of M an agement,M assachusetts Institute of Technol ogy.H e received a Ph.D .from M IT with the his A ctivities, R oles and Programs by Struc included election as an O fficer of the O rder bec, and selection as D istinguished Scholar for the year 2000 by the A cademy of M anage ment ( . 10) ational research for the C anadian N ational R ailways between 1961 and 1963.A fter that, he became professor at M cG ill in 1968 and visiting professor with several universities and business schools around the world. H e was elected as president of...
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...A CASE STUDY OF PARTNERING IN LEAN CONSTRUCTION Per Erik Eriksson Management and Business Administration, Luleå University of Technology ABSTRACT Lean construction is a relatively immature literature field in need of unbiased theoretical reasoning and case studies in order to investigate how lean thinking can be applied in a construction project context. The purpose of this paper is to increase the understanding of how various measures of lean thinking can be implemented in a construction project and how these measures work. In order to enhance unbiased theoretical reasoning a frame of reference is first developed through a literature review of peer-reviewed journal articles. The empirical part of the research utilises a lean construction pilot project as a case study. Empirical data was mainly collected through a series of three questionnaire surveys, responded by project participants that were involved in the lean implementation effort (approximately 30 responses) and three follow-up workshops in which the key individuals from all partner companies participated (15-20 individuals). The author of this paper functioned as a facilitator and action researcher, responsible for the design and analysis of the surveys and for planning and facilitating the workshops. Document studies and interviews of twelve project participants were also conducted in order to increase the richness of the case study data. The empirical results show that many of the lean related measures identified...
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...COMPANIES Vision: Become the 1st Choice Financing Company with Total Solution Mission: To Promote Credit for a better living VALUE CHAIN Key functional inputs: Research and Development Develops and creates new product designs Manufacturing Sources the components and builds the product Marketing (and Advertising) Sales Customer Service Four Primary Line Functions Human Resources Management Finance Information Systems Management A REPRESENTATIVE COMPANY VALUE CHAIN Supply Chain Management Operations Distributions Sales and Marketing Service Profit Margin Primary Activities and Costs Product R & D, Technology, and System Development Human Resources Management General Administration Support Activities and Costs EHTICAL CHALLENGES BY ORGANIZATIONAL FUNCTION ETHICS IN RESEARCH & DEVELOPMENT Develop a product design that hopefully will allow the company to capture and maintain leading position. gather data from customer through market research strategic input from senior management closely monitoring their competition High commitment to customer R&D could be succeed or failed Making a complex set of risk assesment and technical judgement - budget constraint ETHICS IN MANUFACTURING Input Process Output Cost Cutting/ Reduction Produce a high quality output Ef ficiency Vs Ef fectiveness ETHICS IN...
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...GROUP INTERACTION JOURNAL ARTICLES Compiled by Lawrence R. Frey University of Colorado at Boulder Aamodt, M. G., & Kimbrough, W. W. (1982). Effects of group heterogeneity on quality of task solutions. Psychological Review, 50, 171-174. Abbey, D. S. (1982). Conflict in unstructured groups: An explanation from control-theory. Psychological Reports, 51, 177-178. Abele, A. E. (2003). The dynamics of masculine-agentic and feminine-communal traits: Findings from a prospective study. Journal of Personality and Social Psychology, 85, 768-776. Abele, A., Gendolla, G. H. E., & Petzold, P. (1998). Positive mood and in-group—out-group differentiation in a minimal group setting. Personality and Social Psychology Bulletin, 24, 1343-1357. Aberson, C. L., Healy, M., & Romero, V. (2000). Ingroup bias and self-esteem: A meta-analysis. Personality and Social Psychology Review, 4, 157-173. Abougendia, M., Joyce, A. S., Piper, W. E., & Ogrodniczuk, J. S. (2004). Alliance as a mediator of expectancy effects in short-term group psychotherapy. Group Dynamics: Theory, Research, and Practice, 8, 3-12. Abraham, A. (1973a). Group tensions as measured by configurations of different self and transself aspects. Group Process, 5, 71-89. Abraham, A. (1973b). A model for exploring intra and interindividual processes in groups. International Journal of Group Psychotherapy, 23, 3-22. Abraham, A. (1974-1975). Processes in groups. Bulletin de Psychogie, 28, 746-758. Abraham, A., Geffroy, Y., & Ancelin-Schutzenberger...
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...RISK MANAGEMENT FOR COLLABORATIVE SOFTWARE DEVELOPMENT MOJGAN MOHTASHAMI is a Ph.D. candidate at the School of Management of Rutgers University and a lecturer at New Jersey Institute of Technology (NJIT). She can be reached at mojgan@oak.njit.edu. THOMAS MARLOWE is a professor of mathematics and computer science at Seton Hall University. He received Ph.D.s from Rutgers in 1975 and 1989. VASSILKA KIROVA received a Ph.D. in computer science from NJIT. Her areas of interest include specification and software productivity and quality. She can be reached at kirova@bell-labs.com. FADI P. DEEK is professor and dean of the College of Science and Liberal Arts at NJIT. His research interests include software engineering and learning systems. Mojgan Mohtashami, Thomas Marlowe, Vassilka Kirova, and Fadi P. Deek Collaborative software development involving multiple organizational units, often spanning national, language, and cultural boundaries, raises new challenges and risks that can derail software development projects even when traditional risk factors are being controlled. This article presents a framework that can be used to manage collaborative software development projects, based on an extended set of risk management principles. Three risk factors — trust, culture, and collaborative communication — are discussed in depth. OLLABORATIVE SOFTWARE DEVELOPment (CSD) entails multiple teams, working for multiple organizational units within the same or different companies, and no clear...
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...To what extent is Corporate Social Responsibility (CSR) beneficial to a company’s performance? CSR—A double-edged sword for company’s performance Starting from the refined corporate social responsibility (CSR) strategies issued by the European Commission in 2011, a stinging debate is being aroused on the influence of CSR to the whole society. The most influential critic is Noble Prize winner Milton Friedman, who regards CSR as a waste of stockholders’ money (1970). However, many other articles claim, opposite Friedman, that CSR actually improves companies’ financial performance in the long run (Bagnoli and Watts, 2003; McWilliams and Siegel, 2001). There are plenty of arguments on CSR’s influence on company’s performance. As far as I am concerned, CSR plays as a double-edged sword in company performance. The definition of CSR is quite easy to understand. According to Business for Social Responsibility (BSR), CSR is defined as “achieving commercial success in ways that honor ethical values and respect people, communities, and the natural environment.” McWilliams and Siegel (2001:117) describe CSR as “actions that appear to further some social good, beyond the interest of the firm and that which is required by law.” These suggest that a socially responsible corporation should take a step forward and adopt strategies and business practices that go beyond the profit requirements and contribute to some social-friendly activities. However, when companies choose to engage in CSR...
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